Thursday, September 4, 2008

I rarely talk politics; it nearly always turns into a no-win conversation unless you're with like-minded people. And if that's the case, what's the point?

But check out "The political topic that must not be discussed in the USA" blog entry regarding the upcoming election. It has less to do with politics, and everything to do with the future of the USA. As a nation, we have always been able to out-innovate the rest of the world. We're losing that edge rapidly and its impact will be far-reaching into every industry (especially my beloved auto industry). The blog also (unfortunately) portrays the current state of our nation's decision-making process when it comes to politicians.

The ability to innovate as a country involves so many aspects of our society -- every level of education, public policy, taxes, immigration, technology, national security. Shouldn't it be a bigger part of the upcoming election season than the over-debated and never-to-be-resolved issues of the sex lives of teens, gun control or abortion?

Thursday, August 28, 2008

Web-entrepreneur Noah Brier launched Brand Tags 5 months ago as an 'experiment' to get at people's perspectives - in a single word or phrase - of brands. In other words, quickly, what's your knee-jerk to Brand X?

The site compiles all the responses and prioritizes them by prominence. Sort of a real-time consumer litmus for brands.

Perceptions are fascinating beasts...one of the many things I love about this business. And, as Brand Tags shows, they can undoubtedly be a source of frustration for many company brand-keepers. For example, hit "Cadillac" to discover one of the most prominent words associated with the luxury brand is "Chrysler." Ouch.

Compare a few competing brands. Look at Toyota vs. GM vs. Ford vs. Honda. Now there's a spectrum. Look at CNN vs. Fox News. Budweiser vs. Corona. Maybe there aren't a lot of surprises in the results, but they hit squarely between the peepers in this format.

Thursday, June 5, 2008

It's tough to pick the best story to come out of Red Wing's championship season (4th in 11 years, by the way). One of the best from last night came from off the ice.

Long-time radio voice of the Detroit Red Wings Ken Kalczynski ("Ken Kal") was a scratch for last night's game 6 Stanley Cup clincher. Laryngitis, on the night of the biggest game of the past 6 years. Even though he doesn't wear the jersey, he's part of the team.

Ken Daniels rode the mic instead. Nothing against Ken Daniels, but it wasn't the same, especially for the final championship game. So with 10 seconds left in the 3rd period, Daniels pulled a classy move when he turned the controls over to Ken Kal, and as a result likely gave up a once-in-a-lifetime chance to call the final game of a professional championship series. Take a listen as Ken Kal brings it home.

Tuesday, June 3, 2008

I attended an event last week put on the by the Fellowship of Christian Athletes. One of the speakers talked about his experiences with sports growing up, and in particular his coaches. He could sort each of them into just 2 categories, which he calls 'memory boxes.' He labels them, very simply, good and bad. (I did a quick sorting of my past coaches...the 'bad' was more crowded than the 'good.' How about you?).

There were those who encouraged him, challenged him, and brought out the best in him. They helped him enjoy the sport and want to play. They went in the good box.

And there were those who, well, didn’t. It’s not that all of those in the ‘bad’ memory box were mean or broke his spirit (though some did), it’s that they failed to have any influence or positive impact at all. After all, that’s a pretty big part of being a coach, isn’t it?

Can’t the same be said about a boss, a manager, or a supervisor? Which made me think about…me. What memory box will I be put in? If I think back to all the people I’ve been lucky enough to work with, I’m not crazy about the percentage of ‘good’ memory boxes I’ve likely earned a spot in. I can do better than that. They deserved better than that.

The good/bad memory box visual will stick with me, hopefully forever. It’s so easy to blow off or schedule around opportunities to teach, to help, or to listen – really listen – to people who are looking for guidance.

I like the memory box analogy … there’s no middle ground; it’s definitive. Good = good. Anything less = bad.

The event made me realize how I’ve let my ‘coach’ role slip. It’s given me a new resolve to use every day to do what I can to help people be at their best, be more capable, and be more marketable.

Wednesday, May 14, 2008

Kids are considered the most creative, free-spirited creatures around. And they're filthy. I know, I have 3 of them. Their creativity comes through, not because they aren't afraid to break the rules, but because they don't even know the rules...yet. They try. They fail. They try something else. The shrug it off. They get elbow deep. They take risks they don't even know they're taking.

Adults don't like to get dirty. Most of us are taught that messy is bad. We like to be safe. We like rules and structure. We like nice, clean, squeaky solutions that work the first time. We don't like failure or mistakes. Or even letting other people make mistakes.

But safe stinks. It's boring, bland, not memorable, not compelling and it doesn't sell. If you can recall a TV ad or book, it's because it stood out above all the other noise, and somehow grabbed you. How may takes, versions, revisions - mistakes - did it likely take to get to that finished product? What a dull world this would be if we only accepted our very first effort.

The only way to truly be creative, though, is to be willing to try new things, take amazing risks, and fail gloriously. We have to be willing to dive deep into an issue and get dirty, often looking stupid or awkward.

Aside from being creative, there's another role we all play: letting others be creative. Do people around you feel comfortable trying new things? Or looking for new processes, new technologies and new ideas? And what's your reaction if it blows up?

You have to try new things, and let others do it as well. And, unless you're really good, and incredibly lucky, most of those new things will fail and be messy. Be proud of your messiness.

Wednesday, May 7, 2008

Yesterday, I touched on the notion of being genuine. Let's go a little further.Who do you trust? Think of your mentor, your favorite teacher growing up, a coach, a trusted accountant/attorney/doctor...a parent. What makes you trust them?They all tell you what you need to hear, not what you want to hear. They are experts in specific areas. And they stick to what they know.Apply this to your marketing. What drives it?

Trying to appeal to everyone.

Or sticking to what you know.

In the first, you don't own your messages. You're just spewing what you think people want to hear. Guess what, it's not genuine. Too many companies take this tact. One reason...it's easier. And the result is corporate speak.Instead, find what you do or know best, and dog it. Own the messages. Find that group of people who care. And make them trust you, need you, HAVE to use you. Simply put, be genuine. Be authentic. Say what you do in simple terms, then deliver.I've been thinking about the lack of genuineness lately. And I'm not the only one; check this out (thanks to my coworker Jessica for pointing it out); and this.

Tuesday, May 6, 2008

The mail came. My bank is 'merging' with another bank; third time in 18 months. They sent me a beautiful packet of information. A 5-graph cover letter states "we promise very little change in the way you bank with us." Here's the catch: it's attached to an 8-page, text-intense glossy brochure that explains the hundreds of "differences" I'll notice beginning this month.Huh?Why do companies do this? It's daily moves like these that lead people to not trust business. I've been a customer of this bank for less than a day now, and already I question their ethics and honesty.This sound like a familiar formula?1. Tell the customer upfront what we think they want to hear.2. Dazzle them with packaging and words you'd read in a Hallmark card.3. Plow along business as usual.4. Repeat.Here's the thing. Surely this bank must have something to offer. They must have happy customers somewhere. What makes them happy? Why is this bank better than the other 35 I pass on my way to work? Tell me that stuff. Tell me what makes you, you. Then let me choose if you're right for me. Be genuine.How does your company communicate change? Does it insist it's business as usual, while an episode of Extreme Corporate Makeover churns backstage? At a time when trust and loyalty are at a premium, and skepticism has become a commodity, how and what you communicate can set you apart.I suppose it's sad that telling the truth can be a differentiator...then again, it's also an easily attainable opportunity. There shouldn't be anything easier than being genuine.